The Project Management Body of Knowledge (PMBoK) defines a project as a “…temporary endeavor undertaken to create a unique product, service, or result.” Programs are defined as a “…group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.” The key differentiators between projects and programs are 1) programs are broader in scope than projects, and 2) programs often include management of non-project activities such as routine operations and ongoing processes.
At the Marlin Alliance, we believe that knowing our clients and understanding their strategy is essential to successful project/program management. Our project/program managers are adept at using the Marlin Migration Model (M3) as a framework while leveraging industry methods and standards such as the PMBoK, Lean and CMMI. Before entering into projects or programs, we start with ensuring that the client’s vision is current and understood by all key stakeholders. Our project/program managers take special care to analyze the current state of the organization. We work with our client’s to assess the organization’s strengths, weaknesses, opportunities and threats as these are almost certain to have an impact on project/program execution.
The Marlin Alliance is dedicated to ensuring that our people provide high quality work in a timely manner while being responsive to our client’s needs. To that end, Marlin PMs schedule and attend periodic “stop light” meetings with all of our clients. This forum provides an open communication channel to make certain that we stay connected with our clients and their strategy.